Michael A. Farrell Email and Phone Number
=== CHIEF OPERATING OFFICER ===A dynamic business transformation executive, I specialize in driving operational excellence for multibillion-dollar enterprises, and have demonstrated success leading critical business that have generated revenue and captured hundreds of millions in cost savings for global organizations across diverse industries.Throughout my career, I have been recognized as a proactive leader who develops top-tier talent, instills a culture of ownership and accountability, and empowers teams to achieve organizational performance goals and enhance shareholder value.Eager to share my expertise as a transformation executive, change agent, and performance turnaround specialist with diverse organizations that share my passion for optimizing operations, I can be contacted at mikefarrell167@gmail.com.=== LEADERSHIP ACUMEN ===✔Extensive experience in developing and executing strategies that fuel business transformation and stellar results in performance, profitability, and shareholder value.✔Highly adept at optimizing complex operations by focusing on business processes, continuous improvement principles, and changes in workforce behavior.✔Renowned for leading with energy, passion, and heart, motivating and energizing people to own their respective roles and be accountable for their performance. === CAREER HIGHLIGHTS ===⏩ Provided the vision, strategy, and leadership needed to facilitate operational improvements critical to the turnaround and survival of a global railroad transportation operation. ⏩ Enhanced the culture and raised individual/group performance by digging deep to identify employee motivators, empowering team members with a voice in the process, and helping them grasp their roles and impact in the organization’s overall success.⏩ Shrank the operational footprint while increasing capacity dividend – reduced personnel 47% and cut locomotive assets by 36.5%, capturing $600M+ in cost savings while achieving record-setting productivity and efficiency performance.⏩Improved workflow/throughput by optimizing asset utilization network-wide. Increased end-to-end train speed by 37.6% and decreased rail car cycle time by 50% across the system by adopting a precision scheduled railroading model.=== STRENGTHS & EXPERTISE ===✔Business Transformation✔Change Management✔Performance Improvement✔Strategic Planning & Execution✔Team Building & Development✔Process Management✔Customer Service Excellence✔Behavioral Leadership✔Motivational Speaking✔Cost Savings & Cost Control
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Chief Executive OfficerThe Local OpenDallas, Tx, Us
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Senior Vice PresidentNorfolk Southern Corporation 2018 - 2020Atlanta, Georgia, Us- Senior Vice President, Operations & Mechanical (2019-2020)- Senior Vice President, Transportation (2018-2019)Provided the vision, strategy, and leadership needed to drive operational improvement and organizational and culture change. Built a repeatable, consistent, and executable framework for reimagining and simplifying operations, leading the team in positioning NS to perform more efficiently, effectively, and profitably in delivering on its service commitments to customers. SELECT CONTRIBUTIONS:⇒Reduced personnel resources 47% (6,370 FTE) and cut locomotive assets by 36.5% (1,350), capturing $600M+ in cost savings while achieving record-setting productivity and efficiency performance.⇒Guided NS from trailing all North American peers/competitors to leading YOY gains across all major performance metrics.⇒Spearheaded efforts to enhance engagement amongst all stakeholders (customers, staff, and operational employees) by effectively communicating the company’s operational and goals and performance targets during 40+ town hall meetings. ⇒Propelled departure consistency 87.4%, on-time arrival 99.5%, and shipment consistency 58.7%, netting substantial gains in customer satisfaction.⇒Boosted end-to-end train speed by 37.6% and decreased rail car cycle times by 50% across the system by adopting a precision scheduling model, leading to improved workflow and output.⇒Transformed company culture and raised individual/group performance by identifying employee motivators, empowering team members, and helping them to understand and own their roles in making a positive impact toward the organization’s overall success.⇒Reduced the fleet and revamped operational practices to cut fuel consumption 28.7%, delivering $176M in expense reductions annually. -
Independent ConsultantMfb Consulting, Inc 2015 - 2018Joined the organization and strategically Identified and resolved strategic business and operational challenges for multiple companies including construction materials manufacturer, international consultancy Oliver Wyman, mining industry giant Rio Tinto, and freight railway Norfolk Southern. Coached, trained, and developed organizations to improve productivity/efficiency. Utilized a high-impact Precision Scheduled Railroading (PSR) model to define process changes, influence behavioral change, and enact metrics strategies vital to executing and achieving operational initiatives.SELECT CONTRIBUTIONS: ⇒Developed playbooks for operational teams to use in generating capacity dividends, including precise plans that ensured implementation of behavioral leadership and provided the foundation for producing consistent and sustainable results.⇒Helped position Rio Tinto to launch the world’s first fully autonomous railroad for transport of iron ore in Western Australia.⇒Improved sales for a major construction company’s Texas market by 41.1% and across a 5-state region by 9.6%, making Texas #1 in growth and the broader southern region the second-fastest growing region in North America. -
General ManagerCanadian Pacific Railway 2013 - 2015Calgary, Alberta, Ca- General Manager, Operations & Mechanical, Canadian Prairie Division (2013-2015)- General Manager, Operations & Mechanical, US West Division (2013)- General Manager, Minneapolis Operation Center, US Operations (2013)Led the charge in orchestrating a “worst to first” transformation that positioned the Canadian Prairie Division to lead the organization in improving performance, negating years of sub-par results. Directed the development of a PSR across Western Canada to boost operating efficiencies through improvements to service, asset utilization, and cost control, enabling the organization to secure revenue from the bulk franchise (grain, crude oil, and potash).SELECT CONTRIBUTIONS: ⇒Drove on-time performance to 93%, while shuttering 5 sites (netting 9% job reductions). Increased GTMs 9.6%, asset utilization 19.9%, and train speed 20.9%. Recognized for having the top 6 “most improved” terminals YOY.⇒Improved cycle times on equipment by 70%—driving $100M+ directly to the bottom line—while enhancing asset utilization and positioning Canadian Pacific to meet stringent government demands avoiding costly penalties and injunctions.⇒Reduced non-productive labor hours by 4,796 job assignments YOY and 85 mechanical FTE, while increasing asset reliability and maintaining the same number of locomotives. Increased customer performance from 18% on time to 96% on plan.⇒Selected by the President to slash costs related to high horsepower assets. Accrued $5M by utilizing lean processes and creating real-time task standards. Increased asset availability 8% by reducing wasted movements in the shop track area. -
General SuperintendentCanadian National Railway Nov 2012 - Mar 2013Montreal, Qc, Ca- General Superintendent, Operations & Mechanical, Chicago terminal (2012-2013)- General Superintendent, Terminals, North America (2012)Achieved $5M in cost savings and identified another $15M+ in future cost potential by leading an operational excellence initiative that delivered operational playbooks throughout North America and spearheaded significant improvements in customer fulfilment, productivity, efficiency, cost control, safety, and people development. Guided the terminal leadership team in implementing process management, employing behavioral leadership strategies to train the team in analyzing terminal operations performance.SELECT CONTRIBUTIONS: ⇒Streamlined processes in playbooks and accelerated the employees’ decision-making matrix by implementing trigger and escalation strategies and delivering sustainable results in customer service, asset management, cost control, and safety.⇒Ensured sustainable and consistent performance across North America operations by developing and coaching team leaders in executing improvement plans with precision.⇒Eliminated $5M in operating expenses and improved car velocity 7.5% on an average per terminal; developed a “staff to plan” model that right sized operations in line with each site’s volume. Achieved early career success building a multimillion-dollar marketing and sales company from the ground up. Captured double-digit improvements in cost savings and asset utilization, along with impactful contributions to productivity, volume, and leadership development role in an earlier role at Union Pacific Railroad. -
PresidentEnergen Home Solutions 2003 - 2012Built this multimillion-dollar construction company from the ground-up and identified opportunities to bring in new business for this company focused on providing home improvements and remodeling services for clients. Maximized sales for Energen and ensured team members were aware of sales targets and sales promotions. SELECT CONTRIBUTIONS:⇒Built strong relationships with local businesses, customers, and communities by networking at various public relationship events. ⇒Created a large database of corporate and customer contacts providing them with upcoming sales promotions which added to the client base and increased revenues for the company.
Michael A. Farrell Education Details
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Oklahoma State UniversityConstruction Management
Frequently Asked Questions about Michael A. Farrell
What company does Michael A. Farrell work for?
Michael A. Farrell works for The Local Open
What is Michael A. Farrell's role at the current company?
Michael A. Farrell's current role is CHIEF EXECUTIVE OFFICER.
What schools did Michael A. Farrell attend?
Michael A. Farrell attended Oklahoma State University.
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